If a team is identifying operations within the Value Stream where continuous flow cannot be achieved and production needs to be scheduled, what Lean tool/methodology are they utilizing?

The team is utilizing a Pull System because this methodology focuses on producing only what is needed, when it is needed, thereby minimizing waste and ensuring smooth operations. In situations where continuous flow cannot be achieved, scheduling production is often necessary to maintain efficiency and meet demand. A Pull System allows for flexibility in production scheduling, adapting to varying demand and operational constraints.

This approach contrasts with push systems, where products are made in advance of customer demand, often leading to overproduction and excess inventory. The Pull System encourages teams to streamline operations by closely monitoring consumption rates and adjusting production schedules accordingly. By implementing this methodology, teams can better manage their workflow and ensure that operations are aligned with customer needs while reducing waste generated from excess production.

The other options, while related to Lean principles, do not directly address the situation of needing to schedule production due to the inability to achieve continuous flow. A Kaizen Event focuses on continuous improvement initiatives without a direct link to scheduling production. Calculating Changeover Time pertains to the efficiency of switching from one product to another and does not inherently address flow issues. Identifying Value-Added Time involves analyzing processes to determine value-added activities but does not specifically involve scheduling or managing production flow.